Millennials as Managers

Call for papers for: Management Research Review

Guest Editors: 

Dr. Aaron A. Buchko, Professor of Management, Bradley University, Peoria, Illinois, USA.  E-mail:  [email protected] 

Dr. Katherine Karl, Henry Hart Professor of Management, the University of Tennessee – Chattanooga.  Chattanooga, Tennessee, USA.  E-mail:  [email protected]

 

Purpose and Research Questions 

The Millennial Generation (those born between 1981 and 1996) has now become the largest generational cohort in the workforce.  Numerous books and research articles have been published about the organizational issues involved in managing these individuals.  However, the oldest of the Millennials are now in their late 30s; they are now progressing in their careers and are middle level managers, supervisors, or in some cases top managers of organizations.  As Millennials assume positions of leadership in organizations, there is a need to develop conceptual and theoretical models – along with empirical research – that addresses how this generation of executives will approach the task of managing others, how to effectively lead these individuals, and how to develop this cohort into the organization leaders of the future. 

Most of the research and writing to date examines generational differences in organizations, how these affect workers, challenges of attracting and retaining talented Millennials, and how to develop these individuals.  But as noted, these persons are now in supervisory or managerial positions themselves, tasked with managing others and producing organization results in a leadership role.  As Millennials become more prevalent in organizations and in management, there is a need to understand how these persons will manage the incoming generation of workers, how Millennials will want to be managed in the future, their expectations for their careers and development, and how they might change the nature of organizations and managerial practice. 

The purpose of this Special Issue of Management Research Review is to contribute to the understanding of Millennials as managers in organizations by creating and developing theoretical and conceptual models and frameworks regarding the practice of management by this cohort, and to solicit preliminary empirical work that examines the attitudes and practices of Millennial Managers.  For researchers, the objective is to review the extant literature and develop knowledge frameworks that can enhance understanding of Millennials in managerial roles.  Such review and theory development should provide potential avenues for future research that will increase understanding and drive further research efforts.  For practitioners, the goal is to develop recommendations that will enhance the performance and development of Millennials as managers and leaders in organizations.  Possible topics areas for consideration might include: 

  • Millennials acquired values that differ from preceding generations.  How will these affect the way in which Millennials function as managers?
  • Millennials are one of the most “tech savvy” generations in the workplace.  How does technology affect their managerial behaviors and actions? 
  • How can organizations help Millennials grow and develop to increase managerial effectiveness and organizational performance? 
  • Millennials have very specific attitudes regarding work-life balance and the intersection of personal lives, families, and careers.  How might these affect their behaviors as managers? 
  • Are there differences in management between early Millennials (now in their late 30s) and late Millennials (in their mid 20s), and if so, how are the differences manifested in the workplace? 
  • What are some expectations Millennials might have for superiors, peers, and subordinates?  How might these affect their management?
  • Are some industries, careers, or organizations more or less desirable to Millennial managers?  How might these preferences affect industry performance?
  • How do Millennials view strategy?  What are their attitudes toward developing and executing strategy in organizations?
  • How might Millennial managers be impacting Human Resource Management practices in organizations?
  • How might “classic” managerial topics – organization citizenship, commitment, involvement/engagement, motivation, communication, satisfaction, and the like – differ for Millennials managers? 

This is only a suggestion of potential topics that will be considered for this Special Issue.   Contributors are encouraged to develop additional topics for consideration by the Editors for inclusion in this issue.  Articles that examine methods or techniques for increasing the effectiveness of Millennial managers will be important.  In the next few years, the impact of Millennials on organizations will continue to increase as these persons move into leadership positions in organizations.  It is essential that academicians are active in developing knowledge to enhance the capabilities of Millennial Managers. 

Reviewers Needed 

Please note: we also seek reviewers for this Special Issue.  If you would be willing to review an article or two for consideration for publication, please contact the Editors and indicate your willingness to serve in this capacity. 
 

How to submit to the Management Research Review 

Submissions for this special issue of MRR should be made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available on the journal's ScholarOne site: https://mc.manuscriptcentral.com/mrr. Full information and guidance on using ScholarOne Manuscripts is available at the Emerald ScholarOne Manuscripts Support Centre: http://msc.emeraldinsight.com/

The call for papers will open in ScholarOne in October 2020

Important Date: 

Author Submission Deadline: January 31, 2021. 

Publication: Summer 2021.